Changing the way we change: gaining control of major operational change
Change is always a difficult and expensive proposition for any organization, and yet the ability to change - to adapt to rapidly shifting demands and developing technologies - is an essential ingredient for success in today's fast-paced business environment.
Change is so important and so risky that it cannot be left to chance. This book offers a systematic plan of action for initiating, implementing, and dealing with change. Using a case study of a manufacturing organization's challenge to change its engineering processes, it gives you the practical knowledge and skills you need to implement change successfully for significant improvements in efficiency and quality.
You will gain an in-depth understanding of all the critical change factors, including the process of change and its impact on people within an organization. You will learn how to cope with the "delta," the chaotic transitional stage between the status quo and the future, and will come to understand the role of change sponsors, agents, and targets. Numerous tools that facilitate change are discussed in detail, and a comprehensive example demonstrates how all of these factors come into play.
Most important, you will develop a new perspective on change - not as a one-time phenomenon, but as a continual process of adaptation that can become an integral part of the way your organization operates.
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A Journey Without End
Back to the BeginningThe Present
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100 Percent Agile Manufacturing asked become behaviors better build cascade change efforts change happen change process Charlie Charlie's chart Chipcom company's concurrent engineering critical culture define the future delta Design for Manufacturability Design of Experiments develop education and training employees engineering department feel Figure framework Gates Rubber Company going hard Holodeck identified impact implementation integrated issues Jane John Shane Karl Wallenda Keith learner learning system look major change manage change ment messages methodology move numbers operation organization past picture plant present president problem quality circles Quality Function Deployment questions reengineering reinforcement system resistance responsibility reward and reinforcement reward system role Sarah seminar senior management skills South Bend sponsorship structure Susan Sullivan talk targets things tion TOOLS FOR CHANGE Treetop Manufacturing Company understand the change vision/mission week workers